Knowledge transfer

Knowledge transfer takes place in different ways, notably: by the giving of presentations, by the offering of personal guidance, and by means of company-specific and therefore mainly in-company training.
In knowledge transfer we also include: the writing of books and articles and participating in advisory committees etc.

Guiver Freeman always strives towards matching the development of course participants to the strategy and objectives of the client. At the same time our attitude towards the course participants is one of 'A person's potential should be developed to its full'. Our courses are always strongly aimed at the actual work situation. For this reason we find intake-meetings with individual course participants very important. We wish - no doubt just as you do - not just that the objectives of the training match both those of the organisation and those of the course participant but also that the training 'catches on' and therefore relates to the daily work situation of the participants. We also strive to present the theme of a training in a wider context by expressly inviting the course participants to distance themselves here and there and to take a 'helicopter' view of their own daily work situation. In the intake meeting we get a picture of the preferred method of learning of the course participant by means of a questionnaire. We discuss what the course participant expects to gain from the training and what he/she wants to achieve. We also try to get a picture of how the group process might develop during the training and how this may need to be steered in the right direction.

We often present the training material at different 'levels'. We employ the following levels: 1. Basic - the material provides a fairly general orientation or introduction, but always aimed at the work situation of the participant; 2. Advanced - provides more depth and possibly also greater width relative to the theme; 3. Specialisation - at the level of a specialised professional in the area of expertise of the theme concerned.

We find it important that the course participants are reasonably prepared when they begin their training. This increases the probability that what is learnt actually 'takes root'. A part of the preparation is the intake meeting itself. During or after the intake meeting the participants are given some 'homework' to prepare for the course: the reading of a book or syllabus, and the gathering of information which will be used during the training. In addition, before the training starts, they are given the possibility to e-mail specific questions to the trainer which they would like to be discussed or answered during the training.
Our trainers are able to adapt to the different preferred learning styles of the course participants. Most courses will - if at all possible - present the material in a variety of ways.
The manner in which the training programme is presented will only be finalised after the information gathered during the intake meetings has been analysed.

Naturally, Guiver Freeman only offers training and coaching in those areas in which it has expertise. This expertise is of course being extended daily, on the one hand as a result of the continuous schooling and study of our colleagues, and on the other hand due to the increase in the number of colleagues.
Our most important area of expertise is and remains the bringing about of change. We continue to achieve this by ensuring that people really do change their behaviour. By approaching them openly and with respect, by confronting them with the reality, including the consequences of their own attitude or behaviour. And by getting them to see that they themselves are responsible for their own future, where the employer can only be a facilitating partner - on conditions, of course.

Giving presentations
Margriet Guiver-Freeman regularly gives presentations and lectures on Strategic business management, Strategic HRM, Competency management and other topics related to the discipline of Human Resources. She also often speaks to groups of university students about her views on Human Resource Management and about developments in that area.

Personal guidance
The personal guidance that Guiver Freeman is able to offer individual clients or individual employees of customers varies, depending on the requirement or need. The bureau offers coaching and mentoring, conflict negotiation and mediation, but can also provide individual career advice and guidance as well as assistance with job applications.

If desired, use is made of personality questionnaires, among them PAPI, and psychological tests. Assessments are also possible. In addition the bureau regularly provides guidance to students who are carrying out HR related studies at Guiver Freeman or at clients.

Examples of assignments that we have successfully completed

Client: Managing Director
Role of Guiver Freeman: Coach/mentor
Result: Improved management, more balance in home/work time, performance of adjunct directors considerably improved by better guidance, conflicts resolved

Client: HR-Director of a professional organisation
Role of Guiver Freeman: Mentor/coach
Result: Improved style of management, more balance in home/work time, new inspiration w.r.t. the area of expertise

Client: Professional organisation
Role of Guiver Freeman: Mentor/coach
Result: Approximately ten 'New Dutch' recruited, introduced, inducted, trained and coached for a while until integration was complete in a company that until then had known little diversity

Clients: Individual employees of a company
Role of Guiver Freeman: Career/Training advisor
Result: Individual training courses aimed at (improved) career possibilities or wishes of the people concerned

Giving training
Guiver Freeman trains (teaches) individuals as well as Works Councils and other groups of employees of clients, usually in-company. The bureau also develops training material and training programs. The training courses are on subjects such as:
Professionalism; competency management; project management; social skills; assertivity; time management; integration in the work environment (foreign employees); strategy planning; strategic HRM; strategic commerce; team building; self-steering.

We also provide courses of (business) Dutch and (business) English and occasionally there are courses for the partners of foreign employees.
Example of a training course that was successfully completed by us

Client: International sales organisation
Role of Guiver Freeman: Advisor/trainer
Result: Training program developed for (various levels of) commercial functions and presented with partners in various countries. In some countries we gave these courses ourselves.

Participation in Advisory Committees etc
Margriet Guiver-Freeman is (amongst other things)

• Member of the Reference group for the M. Sc. course Strategic HRM of the Open University, Heerlen, The Netherlands
• Member of the Advisory Board 'Opleiden en Leren' (Training and Study) of Schouten & Nelissen, Zaltbommel, The Netherlands
• Chairman of the 'Landelijke Werkveldadviesraad' (National Work Field Advisory Board) of the 'Landelijk Overleg Opleidingen Personeel & Arbeid' (National Counsel of HR courses) of the "HBO-Raad" (Netherlands Association of Graduate Courses Institutions)
• Chairman of the 'Raad van Advies' (Advisory Board) of the Bachelor's course in HRM of the Saxion Hogescholen (graduate university), Deventer/Enschede, The Netherlands
• Member of the 'Landelijke Werkveldcommissie' (National Work Field Committee) of the course P&A of the 'Hogeschool INHolland' (High school INHolland)